The change comes from the inside! Divide and Conquer: A Top Down and Bottom Up Approach
|
|
- Eustace Gibson
- 8 years ago
- Views:
Transcription
1 The change comes from the inside! Divide and Conquer: A Top Down and Bottom Up Approach 1
2 Agenda Purpose Background Let s talk about Change Our Change Management Plan Change Management Team Conclusions 2
3 Purpose What is Change and how can a small business achieve Process Improvement Change? OST s case study on achieving change Our Change Management Plan & transition to a high maturity organization Our Change Management team How we defined our 80/20 Our early adopters What to do with detractors? 3
4 Background Who we are OST, Inc Washington DC-based, founded in 1999 Core competencies Integrated IT solutions Managed Services Management consulting Research, development & engineering CMMI L5 (CMMI-DEV v1.2) ISO 9001:2008 certified ANSI 748 compliant 4
5 Background - Our Process Improvement Timeline 5
6 Background- Our Process Improvement Structure 6
7 What is change? 7
8 OST A case study Wanted to apply lean concepts Use smartly limited resources Use existing framework Wanted to get away from the gut-feeling improvements To proven-improvements Competitive advantage 8
9 Top down- Senior Management s Support They saw the value from the beginning Communicated the main message Towards the company s vision Benefits of the change at different levels Maintained the enthusiasm and motivation Head of communication channel 9
10 Change Management Plan Plan Collect Improvement Information Provide resources Review Status with Higher Level Mgt. Assign Responsibilities Objectively Evaluate Adherence Train 10 Monitor and Control Identify and Manage Stakeholders Manage Configurations
11 The 80/20- Our people 11
12 How to define your 80/20 Bringing change Crossing the chasm - 12
13 Early Adopters- Change Management Team Creation of Business Performance Group (BPG) Group to take process improvement to the next level Early adopters from several projects and backgrounds SEPG leaders selected the team Interaction from governance activities, audits, focus group participations Characteristics Humble Attitude counts Hungry Challenge you Ownership Leadership Trustworthy Availability and Commitment Got buy-in from respective PMs and Business Unit Leads Before talking to potential members 13
14 Change Management Team- From Group to Team Invested time for the members to know each other Myers- Briggs Learn how to work among team members Meet in person as often as possible Build team values Let them know about the distinction What they bring to the table Let their peers know Sr. Mgt reinforced` the message and kept them motivated Gave them authority for their area of work Let them take ownership in tasks in their area of interest Sometimes challenged them with other tasks 14
15 Change Management Team - Responsibilities Transition Vision Alignment Empowerment Change Management Team Responsibilities Resources Dialogue Congruence Anticipation
16 Change Management Team- What they accomplished Planned and implemented change management action plans Provided feedback from the practitioner s perspective Ensured ease of use and usefulness* of new processes Led by example Implemented on their projects Introduced change to their peers Established the buddy program to ensure understanding Became the main channel of communication Gather first source feedback Gained the trust of other peers Are still supporting implementation of L5 16 * Medha Umarji, Gauging acceptance of software metrics: Comparing perspectives of managers and developers
17 Detractors?- What to do Identified skeptics Through the feedback provided Their attitude toward process changes Analyze their feedback Found the root cause Commonalities- role, activities, concerns Incorporated feedback in the process Establish action plans to get buy-in PMs shared concerns Project Managers that had concerns about sustainability Impact on the project constructs Created a group with early adopter PMs and BULs Helped us getting understanding of where others were coming from 17
18 Change Management- Did it work? Practitioners start driving the change Make requests Provide feedback Provide new ideas Their language changed Practice interviews- L5 institutionalized Practitioners started inquiring to implement in their projects Our business outlook changed Strategic and goal oriented Replaced gut feeling with quantitative decision making 18
19 What we learned If you are having a bumpy road A lot of noise is coming back Don t worry, it shows they are listening Don t assume all resistance comes from being a detractor Most times is miscommunication Don t wait for a fully cooked recipe to share Share a little bit on the way to get feedback and adjust Keep your cool and remember your core values People drive the change Don t forget about the middle 19
20 What we learned CELEBRATE!!! 20
21 Conclusion- The Pursuit of True Change People, process, and technology impact quality Process is a sequence of steps performed for a given purpose (IEEE) People Process changes have the most impact Process Technology 21
22 Conclusion- A Suggested Roadmap Define the Battle Why are you pursuing the change? Does it align to your vision? Define benefits at all levels Get Senior Management s commitment Create a Plan- Use your GPs Target the Point of Attack Find your early adopters- They will become your best sellers and provide feedback Create a Change Management Team for practitioners and PM level Find your skeptics- Analyze why and how to bring them over Assemble and Invasion Force Create the whole product - processes, solutions, support structure, etc Ensure its ease of use and usefulness- Otherwise, who wants it? Establish support mechanisms- trainings, buddy programs, etc Ensure the outputs provide the expected benefit Launch the Invasion Define and manage channels of communication Use your change management team as your sales force Beat the drums- Sr. Mgt, SEPG, Practitioners 22
23 Summary What is Change and how can a small business achieve PI Change? OST s case study on achieving change Our Change Management Plan & transition to a high maturity organization Our Change Management team How we defined our 80/20 Our early adopters What to do with detractors? 23
24 Questions & Answers Any Questions? 24
25 Appendix- Reference Material Crossing the Chasm: Geoffrey A. Moore, Collins Business Books essentials,revised Edition, ISBN 13: ISBN 10: Gauging acceptance of software metrics: Comparing perspectives of managers and developers, Medha Umarji,. 25
People change management framework for High maturity Stakeholder management Training
People change management framework for High maturity Stakeholder management Training Communication Presenters: Deepthi Chimakurthy, Senior Consultant Padma Rengan, Manager Deloitte Consulting India Pvt
More informationNATURAL SPI. Strategies for Implementing the CMMI Project Management Process Category
Strategies for Implementing the CMMI Project Management Process Category NATURAL SPI An SEI Transition Partner 1 2004 Natural SPI, Inc. Objectives Attending this presentation should enable you to: 1. Understand
More informationThe IIA Global Internal Audit Competency Framework
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
More informationCamber Quality Assurance (QA) Approach
Camber Quality Assurance (QA) Approach Camber s QA approach brings a tested, systematic methodology, ensuring that our customers receive the highest quality products and services, delivered via efficient
More informationThe Association of Change Management Professionals
The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals
More informationITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program
IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide
More informationDevelopment and Integration Issues about Software Engineering, Systems Engineering and Project Management Processes
Software Process Improvement 98, Monte Carlo, December 1998. 1 Development and Integration Issues about Software Engineering, s Engineering and Project Management Processes Claude Y. Laporte Oerlikon Aerospace
More informationIT Service Desk Health Check & Action Plan
IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com
More informationHow Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation
How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda
More informationBenefits of Adopting Data Management Practices to strengthen Measurement Analysis
Benefits of Adopting Data Management Practices to strengthen Measurement Analysis Gurdarshan Singh Brar, Dilip Gore, Arun Guruswami Wipro Technologies 1 Contents 1 About Wipro 2 IT Services Organization
More informationMaking Sense of Process Improvement Programs and Appraisals
Making Sense of Process Improvement Programs and Appraisals Raghav S Nandyal Chief Executive Officer raghav_nandyal@sitaratech.com For Use and Distribution by the SEI in the proceedings of the 18 th SEPG
More informationSITA Service Management Strategy Implementation. Presented by: SITA Service Management Centre
SITA Service Management Strategy Implementation Presented by: SITA Service Management Centre Contents What is a Service? What is Service Management? SITA Service Management Strategy Methodology Service
More informationRapidly Defining a Lean CMMI Maturity Level 3 Process
Rapidly Defining a Lean CMMI Maturity Level 3 Process Zia Tufail, zia@hp.com, 301.233.4228 Julie Kellum, Julie.Kellum@hp.com, 404.731. 52.63 Tim Olson-QIC, Tim.Olson@qic-inc.com, 760.804.1405 2004 Hewlett-Packard
More information4 PERFORMANCE MEASURES
4 PERFORMANCE MEASURES Objective Strategic, performance measurement-based management systems allow an organization to align its business activitities to its strategy, and to monitor performance toward
More informationIntelligent Customer Function (ICF)
CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment
More informationDistributed and Outsourced Software Engineering. The CMMI Model. Peter Kolb. Software Engineering
Distributed and Outsourced Software Engineering The CMMI Model Peter Kolb Software Engineering SEI Trademarks and Service Marks SM CMM Integration SCAMPI are service marks of Carnegie Mellon University
More informationPERFORMANCE MANAGEMENT for COOK ISLANDS PRINCIPALS
Cook Islands Ministry of Education PERFORMANCE MANAGEMENT for COOK ISLANDS PRINCIPALS Principals Handbook PMS Principals 2015 1 Introduction Performance Management (PM) is the term used to describe the
More informationProsci Change Management Maturity Model Audit Preparation Guide
Research-based Holistic Easy-to-use Driving Results by Managing the People Side of Change Prosci Change Management Audit Preparation Guide By Prosci, Inc. Prosci Inc. All Rights Reserved. Prosci is a registered
More informationSystems Approach Workbook Communications Tools: Developing a Communications Plan
Systems Approach Workbook Communications Tools: Developing a Communications Plan Why a Communications Plan? Improving the quality, accessibility and range of services and supports for substance use in
More informationCapability Maturity Model Integration (CMMI SM ) Fundamentals
Capability Maturity Model Integration (CMMI SM ) Fundamentals Capability Maturity Model Integration and CMMI are are service marks of Carnegie Mellon University 2008, GRafP Technologies inc. 1 What is
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1
More informationAN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL
AN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL Shankar Gurumoorthy Senior Quality Leader, Bangalore, India shankar.gtech@gmail.com ABSTRACT This paper details a maturity model for SQA services
More informationThe CFO leads cultural transformation and acts as a guiding light for the whole organization.
TELSTRA CASE STUDY The CFO leads cultural transformation and acts as a guiding light for the whole organization. I set out to transform the Finance Group into a support group that would create new value,
More informationBenefits of conducting a Project Management Maturity Assessment with PM Academy:
PROJECT MANAGEMENT MATURITY ASSESSMENT At PM Academy we believe that assessing the maturity of your project is the first step in improving the infrastructure surrounding project management in your organisation.
More informationSteve Masters (SEI) SEPG North America March 2011. 2011 Carnegie Mellon University
Using Organizational Business Objectives to Guide a Process Improvement Program Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 (SEI) SEPG North America March 2011 Agenda
More informationProject Management Change Management Procedure
Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a
More informationCMMI KEY PROCESS AREAS
CMMI KEY PROCESS AREAS http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm Copyright tutorialspoint.com A Process Area is a cluster of related practices in an area that, when implemented collectively,
More informationProgram Step III: Evaluate HIV Quality Management Program.
69 Program Step III: Evaluate HIV Quality Management Program. The Big Picture Project Cycle Program Cycle In the same way clinical aspects of care are routinely reviewed and changed, the HIV quality program
More informationBecoming a Trusted HR Advisor
Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting
More informationQuality Systems Frameworks. SE 350 Software Process & Product Quality 1
Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality
More informationPERFORMANCE TEST SCENARIOS GUIDE
Test scenarios are used to translate a strategic capability (e.g., optimize mission effectiveness) into a realistic situation that illustrates the capabilities needed to achieve those objectives. Grounding
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationPortfolio, Programme and Project Management Maturity Model - a Guide to Improving Performance
Portfolio, Programme and Project Management Maturity Model - a Guide to Improving Performance By Andy Murray Improving Performance Using Maturity Models The 1990's saw a dramatic increase in the number
More informationGuidelines for the Success of a Business Process Management Initiative
Guidelines for the Success of a Business Process Management Initiative Insert Company Logo June 8 th 2012 Agenda Business Process Management Lifecycle Making change sustainable Business Process Governance
More informationPROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT PROGRAM
PROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT PROGRAM Annual Performance Report - 2013 Table of Contents Executive Summary... 1 Program Overview... 2 Certification Programs... 2 Professional Development
More informationPMP Examination Tasks Puzzle game
PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in
More information5 Steps To Healthcare Change Management: A Roadmap For Success
Optimizing the business of healthcare 5 Steps To Healthcare Change Management: Table of Contents Overview 1 1. Establishing Change Goals 2 The Change Driver 2 The Importance of Clear Goals and Objectives
More informationMaking Process Improvement Work
Making Process Improvement Work A Concise Action Guide for Software Managers and Practitioners Neil Potter Mary Sakry The Process Group help@processgroup.com www.processgroup.com Version 2.3 1 Session
More informationProject Management Professional (PMP) Examination Content Outline
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published by: Project Management
More informationWilhelmenia Ravenell IT Manager Eli Lilly and Company
Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience
More information3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices
CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone
More informationBehaviourally Based Questions
Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY
More informationINVESTORS IN PEOPLE REVIEW REPORT
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
More informationStandards & Practices for the software and system engineers /
Standards & Practices for the software and system engineers / professionals John Walz J.Walz@computer.org IEEE Computer Society 1 st VP IEEE Software & Systems Engineering i Standards d Committee Systems
More informationAn Enterprise Framework for Evaluating and Improving Software Quality
An Enterprise Framework for Evaluating and Improving Software Quality Abstract Philip Lew philip.lew@xbosoft.com With the world s economy increasingly driven by software products, there has been a relentless
More informationBhattacharya Uttam, Rahut Amit Kumar, De Sujoy
AUDIT MATURITY MODEL Bhattacharya Uttam, Rahut Amit Kumar, De Sujoy Cognizant Technology Solutions, Kolkata, India uttam.bhattacharya@cognizant.com / amit.rahut@cognizant.com / sujoy.de@cognizant.com ABSTRACT
More informationEMA Service Catalog Assessment Service
MORE INFORMATION: To learn more about the EMA Service Catalog, please contact the EMA Business Development team at +1.303.543.9500 or enterpriseit@enterprisemanagement.com The IT Service Catalog Aligning
More informationProsci Change Management Maturity Model Audit
Prosci Change Management Maturity Model Audit Prosci Learning Guide Change Management Maturity Model Audit In Brief: This preparation guide presents the Prosci Change Management Maturity Model and describes
More informationTMMi Case Study. Methodology. Scope. Use TMMi to do a gap analysis for an independent
TMMi Case Study TMMi Case Study Presentation Use TMMi to do a gap analysis for an independent testing organisation Involves 2 assessors for 5 days Objectives Determine how well the organisation is meeting
More informationStewardship of Change in the Public Interest: Diagnosing Challenges and Managing Risk
Stewardship of Change in the Public Interest: Diagnosing Challenges and Managing Risk by Kathryn E. Newcomer The Trachtenberg School of Public Policy and Public Administration The George Washington University
More informationDeveloping and Implementing a Balanced Scorecard: A Practical Approach
RL Consulting Developing and Implementing a Balanced Scorecard: A Practical Approach White Paper Prepared by: Rick Leopoldi March 31, 2004 Copyright 2004. All rights reserved. Duplication of this document
More informationProcess Improvement Projects:
WHITE PAPER Process Improvement Projects: How OPM3 and Change Management can impact process improvement By: Neil Stolovitsky Genius Inside SA. All rights reserved. Process Improvement Projects: How OPM3
More informationOverview Presented by: Boyd L. Summers
Overview Presented by: Boyd L. Summers Systems & Software Technology Conference SSTC May 19 th, 2011 1 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection
More informationENVIRONICS COMMUNICATIONS WHITEPAPER
ENVIRONICS COMMUNICATIONS WHITEPAPER Creating an Employee Centric Internal Communications Model April 2013 "The only irreplaceable capital an organization possesses is the knowledge and ability of its
More informationApplied Agile Practices for Large-scale Organizations
Applied Agile Practices for Large-scale Organizations COMPLIANCE AND EFFICIENCY WITH STAGES AT THE STAGES INSIGHT Peter Pedross - CEO, PEDCO Page 1 Scaled Agility is for nuts OR FOR THE NOT SERIOUS COMPANIES,
More informationAchieving High Performance: The Value of Benchmarking
Achieving High Performance: The Value of Benchmarking Now I have the ammunition to foster change. With benchmarking, change agents have the facts they need to convince executives that a transformation
More informationLONDON Operation Excellence Dashboard Metrics and Processes
LONDON Operation Excellence Dashboard Metrics and Processes Wednesday, June 25, 2014 08:30 to 09:30 ICANN London, England CAROLE CORNELL: Okay. I m sorry. Let s begin. I m going to play with this as I
More informationEmotional Intelligence: The Secret to Highly Effective Stakeholder Engagements. Stephen Wagner PMI Breakfast Series
Emotional Intelligence: The Secret to Highly Effective Stakeholder Engagements Stephen Wagner PMI Breakfast Series Agenda Speaker background PMBOK changes stakeholder engagement Review of Emotional Intelligence
More informationA Practitioner s Guide to Using Change Management Throughout the Project Life Cycle. PMI-SAC November 24, 2014
A Practitioner s Guide to Using Change Management Throughout the Project Life Cycle PMI-SAC November 24, 2014 Setting Intent Session Agenda The Story The Great Experiment Forward Together Call to Action
More informationTHE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management DRAFT FOR PUBLIC COMMENT OCTOBER 2012
THE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management DRAFT FOR PUBLIC COMMENT OCTOBER 2012 The mandate of public relations is to build and sustain
More informationBusiness Analyst Work Plan. Presented by: Billie Johnson, CBAP CSM
Business Analyst Work Plan Presented by: Billie Johnson, CBAP CSM Agenda Topic Introduction Overview of a Business Analysis Work Plan Initiating a Business Analysis Effort Components of the Business Analysis
More informationSoftware Engineering. Standardization of Software Processes. Lecturer: Giuseppe Santucci
Software Engineering Standardization of Software Processes Lecturer: Giuseppe Santucci Summary Introduction to Process Models The Capability Maturity Model Integration The ISO 12207 standard for software
More informationCompany Profile. The Flourishing Company. TFC Company Profile rev 11-15-15 1 Copyright 2011-2015 The Flourishing Company. All Rights Reserved
Company Profile The Flourishing Company rev 11-15-15 TFC Company Profile rev 11-15-15 1 Changing the way people experience work to create a workforce that s alive! The Flourishing Company is a workplace
More informationTowards a new approach of continuous process improvement based on CMMI and PMBOK
www.ijcsi.org 160 Towards a new approach of continuous process improvement based on CMMI and PMBOK Yassine Rdiouat 1, Naima Nakabi 2, Khadija Kahtani 3 and Alami Semma 4 1 Department of Mathematics and
More informationData Management Maturity Model. Overview
Data Management Maturity Model Overview SEPG Tysons Corner May 6, 2014 Who Needs Better Data Management? Every organization in business. Why? Collection of data assets developed over time legacy application
More informationOrganizational Change Management Methodology. Tools and Techniques to aid Project Implementation
Organizational Change Management Methodology Tools and Techniques to aid Project Implementation Today s Objectives Discuss the Organizational Change Management team and explore ways Organizational Change
More information5 Steps to Creating a Successful Optimization Strategy
5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent
More informationLife Cycle Models, CMMI, Lean, Six Sigma Why use them?
Life Cycle Models, CMMI, Lean, Six Sigma Why use them? John Walz IEEE Computer Society, VP for Standards QuEST Forum Best Practices Conference Track 3 What, Where, How & Why Monday, 24-Sep-07, 4:30 5:30
More informationPOSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
More informationInvolve-Project Manager
Involve-Project Manager This article will describe: What is Project Management Why is Project Management so important to community and voluntary organisations The Key Phases of Project Management: o Initiation
More informationWhat to look for when recruiting a good project manager
What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous
More informationAPPENDIX X1 - FIFTH EDITION CHANGES
APPENDIX X1 FIFTH EDITION CHANGES The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition
More informationBusiness Process Improvement Quick Guide
Business Process Improvement Quick Guide A modern OPS delivers high-quality public services cost-effectively. To be a high performing organization we must continuously improve. On an ongoing basis, we
More information3000_115 Competency Standard: Certified Practitioner in Asset Management (CPAM)
3000_115 Competency Standard: Certified Practitioner in Asset Management (CPAM) Asset Management Council GENERAL Holders of this certificate will have an understanding of the contribution that they make
More informationBusiness Logistics Specialist Position Description
Specialist Position Description March 23, 2015 MIT Specialist Position Description March 23, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
More informationBusiness Intelligence Analyst Position Description
Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
More information26/09/2013 Peter Ravnholt - www.itsmexcellence.com
Agenda 26/09/2013 Peter Ravnholt - www.itsmexcellence.com Purpose Ensure that valuable required to deliver and report on services are properly controlled, and that accurate and reliable information is
More informationCMMI for Development Introduction & Implementation Roadmap
www.businessbeam.com CMMI for Development Introduction & Implementation Roadmap Business Beam (Pvt.) Limited Today 1 About CMMI for Development 2 Implementation Roadmap 3 CMMI & Business Beam 2 About CMMI
More informationTeam Core Values & Wanted Behaviours
Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y
More informationCUSTOMER EXPERIENCE MATURITY MODEL
Lars Birkholm Petersen E: Lpe@sitecore.net T: @LarsBirkholm CUSTOMER EXPERIENCE MATURITY MODEL It used to be so easy... Remember when... It was all about Technology Launch and forget websites Success was
More informationDocument management concerns the whole board. Implementing document management - recommended practices and lessons learned
Document management concerns the whole board Implementing document management - recommended practices and lessons learned Contents Introduction 03 Introducing a document management solution 04 where one
More informationAn Implementation Roadmap
An Implementation Roadmap The 2nd Abu Dhabi IT s Forum P J Corum, CSQA, CSTE, ITSM Managing Director Quality Assurance Institute Middle East and Africa Dubai, UAE Quality Assurance Institute Middle East
More informationDEFINE YOUR STRATEGY
CHANGE MANAGEMENT List the steps for preparing a change strategy Describe the WIFM the individual motivators Relate the five dimensions of the ADKAR model Develop a change management/communications plan
More informationMODULE 10 CHANGE MANAGEMENT AND COMMUNICATION
MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material
More informationSustaining a Transformation through People, Process and Technology Focus
ISERC 2013 Pre-Conference Workshop Sunday 8-5 PM Sustaining a Transformation through People, Process and Technology Focus 2012 IBM Corporation Instructor Bios Michael V. Testani Master Black Belt Lean
More informationProject Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors
Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...
More informationCISM ITEM DEVELOPMENT GUIDE
CISM ITEM DEVELOPMENT GUIDE Updated January 2015 TABLE OF CONTENTS Content Page Purpose of the CISM Item Development Guide 3 CISM Exam Structure 3 Writing Quality Items 3 Multiple-Choice Items 4 Steps
More informationLundin Petroleum - CR Management System review
Lundin Petroleum - CR Management System review 2013-04-22 Index Background Scope and method High level feedback Management system assessment Benchmark analysis Summary 2 Background The purpose of the project
More informationOak Park School District. Administrator Evaluation Program
Oak Park School District Administrator Evaluation Program Table of Contents Evaluation Purpose...1 Evaluation Timeline...2 Rubric for Instructional Administrator Standard 1...3 Standard 2...5 Standard
More informationThe Management System Track
The Management System Track 1. What Is It? 2. How Does It Relate to Certification Bodies? 3. How to Implement It? 1 Presenters Paul Grace, MS, CAE Executive Director, NBCOT Dale Cyr, MBA, CAE Executive
More informationHUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT
HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK October 2010 This document was prepared
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL
INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL Page: 1 of 11 Page Description 3 Key Information 3 Conclusion 4 Introduction to Perpetuity Research & Consultancy International
More informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More information15 Success Factors for Software Process Improvement
15 Success Factors for Software Process Improvement The IT industry has certain challenges for quality management. In order to meet business and organisational objectives and deliver quality software,
More informationThe Service Desk Survival Guide 2005 Peter McGarahan
The Service Desk Survival Guide 2005 Peter McGarahan The Outlook For 2005 Go After Project Funding Globalization/Consolidation Outsourcing/Offshoring Career Development in/outside of IT Cost Containment
More informationFive Steps to Building a Successful Procurement Strategy. SIG Webinar May 2013
Five Steps to Building a Successful Procurement Strategy SIG Webinar May 2013 Our Subject Matter Experts Today: John Evans Grant Dearborn Managing Partner Denali Group 530.550.8306 jevans@denaliusa.com
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More informationEngaged and Empowered: Moving Quality Metrics at the Grassroots Level Ambulatory Conference May 20 and 21, 2015 Pasadena, CA.
Engaged and Empowered: Moving Quality Metrics at the Grassroots Level Ambulatory Conference May 20 and 21, 2015 Pasadena, CA Hazel Torres, MN, RN Nancy Bettini Objectives At the end of the presentation,
More informationQuality Standard Customer Service Complaints Handling
Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1
More information